It’s often said that leadership is less about directing and more about listening. That’s exactly how my first weeks as CEO at VillageReach have felt—a time of listening, learning and witnessing the depth of passion within this organization. I’ve stepped into a community that’s not only deeply committed to health equity but also grounded in a shared spirit of belonging. And it’s that spirit that gives me confidence in the path ahead.
I joined VillageReach during a period that demands more than solutions; it demands new ways of working: deeper partnerships, more responsive approaches, greater country leadership and an unwavering focus on delivering more with less. In many ways, this is a pivotal moment in global health. The systems we’ve long depended on are being stretched, while communities continue to face rising needs and limited access.
And yet, what I’ve found at VillageReach is a team leaning into this moment with clarity and purpose.
Witnessing the VillageReach Spirit
One of my earliest experiences as CEO was attending VillageFest—a vibrant staff celebration that brought our global team together across time zones. There was music. There were poems. There was dancing. But more than anything, there was joy. Joy that transcended distance, hierarchy and formality.
Having worked in large institutions where efficiency often takes precedence over connection, the feeling at VillageReach was striking. This isn’t just a team; it’s a family. That sense of inclusion, camaraderie and mutual respect is not just “nice to have.” It’s what enables our teams to respond to complexity, build trust with partners and drive meaningful change.
Leading through this Critical Juncture
What has been most energizing in these first weeks is seeing how mission and vision are aligned across VillageReach. Whether it’s through data-driven approaches to immunization, innovations in supply chain systems or our unwavering support to government partners, everything is tied to a central question: How do we reach the people who are still under-reached?
And that, to me, is what leadership must focus on—strengthening what works, elevating what matters and creating the space for collaboration across every level.
As I’ve met with teams, engaged with country partners and reviewed our work, three clear priorities have emerged that will guide my leadership in this next phase:
- Consolidating our strengths – Across Africa and beyond, we’ve built successful models at the community, national and regional levels. I want us to anchor these wins more deeply so they’re seen and supported across the global health landscape.
- Raising visibility and impact – We need to tell our story better, not for recognition, but for results. When our innovations and outcomes are visible, they can be scaled, supported and adopted where they’re needed most. We want our key partners, particularly governments and funders, to know that our models work, giving results and impact and that our innovations are available to improve results in global health.
- Deepening collaboration – No organization succeeds alone. Our progress depends on how well we work together: within teams, across departments and most importantly, in partnership with governments and communities. We must continue to create a culture where strengths are amplified, and challenges are met with shared solutions and resolve.
Looking Forward
These first weeks have confirmed what I suspected before I joined: VillageReach is not just relevant, it is necessary. In a world full of uncertainty and unequal access to care, we are helping shape a future where health systems are people-centered, resilient and built from the ground up.
I am honored to be part of this journey. To the teams, partners and leaders who’ve welcomed me so warmly: thank you. Thank you for your passion, resilience and belief in this shared mission.
The road ahead is long, but with the strength of this community, I am confident that we will continue to reach further, together. #UntilWeAreAllSafe.